subject: Unlocking Power Management Thinking With Eric Schiffer [print this page] Eric Schiffer introduces the concept of emotionally charged learning applied to business management practices. His published work brings revolutionary ideas to the world of organizational leadership. He advocates specific techniques for building better emotional intelligence as an untapped strength for improved management. Many of Schiffer's ideas go against the conventional wisdom that business managers should be emotionally divorced from their decisions.
Emotionally Charged Learning is the title of Eric Schiffer's bestselling book, and it has been reviewed as an excellent resource for managers who want to turn their companies into learning organizations. These types of businesses create environments that facilitate continuing education for employees at every level. The author also outlines ways for managers to get their employees emotionally invested in both their companies and industries at large. His ideas come from observations and insights he first gained from working with top executives on research projects.
One of the core ideas found in Emotionally Charged Learning is that people who are engaged at this level are much more productive. They are also more invested in their jobs and feel that their contributions truly matter. Business executives and upper managers who have implemented Schiffer's strategies report higher rates of employee loyalty and job satisfaction.
Another factor that sets this book apart is that scientific research backs Schiffer's ideas. His techniques for emotional engagement can be applied to any type of learning style and career level. Professionals from entry-level to upper executive can benefit from the knowledge-centered environment described in Emotionally Charged Learning. The book also emphasizes the importance of staying competitive in a knowledge-based rather than an information-based economy. This distinction requires more specialized skill sets and continued learning on the part of knowledge workers.
Eric Schiffer brings up some controversial ideas in his book because he counters the accepted belief that thoughts should be separate from feelings in the business world. He argues that some intuitive gut feelings can bring just as much insight to making the right decisions for a company. Becoming more in touch with these feelings is a key component of blending existing job experience with understanding of where a business needs to head in order to prosper. Managers who have applied Schiffer's ideas often report that they feel more connection to both their employees and to their companies' current ventures. Engaged managers and staff are those most likely to stick with a business through both good and bad times.
